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Performance Appraisal Process and Its Elements

Concrete Experience and Reflective Observation

Firstly, as a supervisor at Bridgestone’s Mixing Department, part of my job is to monitor department results and create measures that can help improve those. Based on my experience, I can say that the appraisal process requires a systematic approach with a transparent system that each employee can understand. As a supervisor in a manufacturing facility, I have to ensure that the metrics of quality and performance are met daily because those are reported to the executives. Constructive feedback is the core of my work with subordinates because it is the only way to improve performance without causing conflict or misunderstandings. Another strategy I use emphasizes the personal goals of employees and appraisal of their performance towards achieving them. This serves as an additional motivation factor because each staff member can specify what he or she wants to improve.

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Theories and Principles/Abstract Conceptualization

In personnel management, performance appraisal is a critical element of managing employees and ensuring their efficient work. This involves important performance indicators (KPI) and other measures such as peer assessment or others that allow both an employee and his or her managers to understand the results of one’s work. It can be argued that a vital aspect of this process is ensuring that the criticism is valid and can enhance a person’s performance.

Theory 1

The reinforcement theory of motivation is applicable for the performance appraisal process because it outlines the relationship between employee action and reaction to it from the management. In essence, this theory provides implications for understanding how supervisors can encourage specific behavior or task completion processes and discouraged others. Based on this approach, the external environment created within a company matters more than other motivation strategies (“Reinforcement theory of motivation,” n.d.). Regarding performance appraisal, one can argue that the process should encourage employees to work productively by pointing out issues and praising the outcomes of their work when necessary.

Theory 2

Behavioral management concept refers to increased attention from managers towards the needs of employees. In general, this theory hypothesizes that managers who aim to understand their staff better and can develop better interpersonal relationships with them can facilitate more productive work (Onday, 2016). Mayo’s contributed to developing this idea by emphasizing the fact that employees should be viewed as essential assets. Thus, their development and improvement are the key elements of personnel management. In regards to performance appraisal, these results in developing systems that help individuals receive feedback for their work that enables improvement.

Theory 3

Maslow’s theory of human motivation can be used to understand performance measurement systems and processes. The hierarchy of psychological and physiological needs developed by the author provides an assessment of elements critical for all individuals. Onday (2016) states that “the positive interaction of organizational culture and human resource management would result in self-esteem and self-actualization” (p. 95). Therefore, the appraisal system should be tailored to the needs of individuals and correspond to the directional statement of a company.


In conclusion, the appraisal process is connected to motivation and establishing an appropriate relationship with employees. By applying this strategy, employers can measure productivity and reinforce specific behaviors while discouraging others. All in all, this will result in enhanced work efficiency and contribute to the bottom line. The hierarchy of needs presents the implication for developing appraisal systems that focus on self-actualization and personal improvement.

Testing and Application/Active Experimentation

These theories are already applied at my workplace since we use productivity measures, for instance, a number of defects, to measure the efficiency of work. However, by examining this concept in-depth, I can implement several improvements that target the essential aspects of the performance measurement system. One example is introducing rewards that would improve extrinsic motivation for adequate performance. This is compliant with the reinforcement theory and will allow me to impact some elements of a performance intentionally. In my work, I always view people as vital elements of operations and still talk to individuals to understand their needs better and help improve the department’s work. Thus, one can argue that I already apply the strategies outlined in the three theories.

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Onday, O. (2016). Human resource theory: From Hawthorne experiments of Mayo to groupthink of Janis. Global Journal of Human Resource Management, 4(1), 95-110.

Reinforcement theory of motivation. (n.d.). Web.

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